Professional Documents
Culture Documents
HUMB 313
Learning Outcomes
Recruitment &
Selection: HUMB 313
INTERNAL SELECTION
1.
2.
3.
Logic of prediction
As we know, predictors are used to
predict future performance based
on past experiences.
indicators of internal applicants
degree of success in past situations
should be predictive of their likely
success in new situations
Indicators used include biographical
data, cognitive ability tests and
work samples.
Types of predictors
there is usually greater depth and
relevance to the data available on
internal candidates relative to
external selection
Selection plan
important for internal selection to
avoid the problems of favoritism
and gut instinct that can be
especially prevalent in internal
Assessment
Methods
Skills inventory
An immediate screening device in
applicant assessment is to rely on
existing data on employee skills.
These data can be found in personnel
files.
A traditional skills inventory is a listing of
the KSAOs held by each employee in the
organization
Peer Assessment
Assessment by peers can be used to
evaluate the promotability of an internal
candidate
A variety of methods can be used
including peer ratings, peer nominations
and peer rankings. (see exhibit 10.1)
Assessment
Methods
Self Assessment
Job incumbents can be asked to evaluate
their own skills as a basis for determining
promotability
Question of realistic evaluation comes
into place (they rank highly of
themselves)
See exhibit 10.2
Managerial Sponsorship
Rely on management to spot talents
(supervisors).
Substantive Assessment
Methods
The internal pool is narrowed down
to candidates using the initial
assessment methods. A decision as
to which internal candidates will
become finalists usually made
using the following SAM:
Definitions
Seniority
Length of service with
organization, department, or job
Experience
Not only length of service but
also kinds of activities an
employee has undertaken
Why so widely used?
Direct experience in a job content
area reflects an accumulated stock
of KSAOs necessary to perform job
Information is easily and cheaply
obtained
Protects employee from capricious
treatment and favoritism
Promoting senior or experienced
employees is socially acceptable -viewed as rewarding loyalty
of Seniority and
Experience
Performance Appraisal
A possible predictor of future job performance is past job
performance collected by a performance appraisal
process
Advantages
Readily available
Probably capture both ability and motivation
Weaknesses
Potential lack of a direct correspondence
between requirements of current job and
requirements of position applied for
Overview of Assessment
Centers
Assessment
Center Rating
Form
Characteristics of Assessment
Centers
Other Substantive
Assessment Methods
Interview simulations
Role-play: candidate must play work
related role with interviewer
Fact finding: candidate needs to
solicit information to evaluate an
incomplete case
Oral presentations: candidate must
prepare and make an oral
presentation on assigned topic
Promotion panels and review boards
use multiple raters, which can
improve reliability and can broaden
commitment to decisions reached
Choice of
Substantive
Assessment
Methods
Discretionary
Assessment Methods
Ethical Issues
Issue 1
Given that seniority is not a particularly valid predictor of
job performance, do you think its unethical for a
company to use it as a basis for promotion? Why or why
not?
Issue 2
Vincent and Peter are both sales associates, and are up
for promotion to sales manager. In the last five years, on
a 1=poor to 5=excellent scale, Vincents average
performance rating was 4.7 and Peters was 4.2. In an
assessment center that was meant to simulate the job of
sales manager, on a 1=very poor to 10=outstanding
scale, Vincents average score was 8.2 and Peters was
9.2. Assuming everything else is equal, who should be
promoted? Why?
10-18
THE END